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Home My WebLink About2022-0614 Special Mtg MIN Strategic Choices FY 2022-2023 Mayor and City Council Special Called Business Meeting Strategic Choices -Agenda FY 2022-23 General Fund Status&Recommendations General Fund DeficitStatusCity Commissions Organizational Staffing/StructureCIP Budget Vision & Values Strengths, Demographics & Risks Economics & Opportunities Organizational Status Cause-EffectSurplus City Property Services Silos PERS Liability Accounting General Fund Budget Status Priorities & Adjustments2022 o Strategic Choices PERS Liability PERS liability for past system investment shortfalls & actuarial changes Allocated to each entity participant in the PERS system o Allocation is a biannual total by PERS o Annual total does not change due to employee count Annual total charged by PERS as a rate per employee Per employee rate is adjusted by employee count Alternate budget presentations of the PERS liability (PERS) AllocationPersonnelline item o AllocationMaterials & Supplies o Budgetas a liability -as a debt in a transparent, single fund o Strategic Choices PERS Liability Strategic Choices Questions? Strategic Choices -Agenda FY 2022-23 General Fund Status&Recommendations General Fund DeficitStatusCity Commissions Organizational Staffing/StructureCIP Budget Vision & Values Strengths, Demographics & Risks Economics & Opportunities Organizational Status Cause-EffectSurplus City Property Services Silos PERS Liability Accounting General Fund Budget Status Priorities & Adjustments 2022 Strategic Choices -Vision & Plan/Do/Act Cycle Vision & Values Risk Assessment Projects & & Strategic Programs Priorities Partnerships & Resources Plans Strategic Choices Vision for Success Mayor & City Council Ballot Results Ashland is a resilient, sustainable community that lives within its means andmaintains the distinctive quality of place for which it is known. We will continue to be a unique and caring city that stresses environmental conservation, fosters artistic expression, and is open to new ideas and innovation. Wewill plan and direct ourefforts to fulfill this Vision for the long term with a constant view toward being an open, welcoming community for all with a positive economic future. Strategic Choices Values for Success Mayor & City Council Ballot Results ğƌǒĻƭ ƷŷğƷ ƭǒƦƦƚƩƷ ƷŷĻ źƭźƚƓʹ Community Community affordability, including in available housing and childcare o Belongingthrough mutual respect and openness, inclusion, and equity o Quality of life that underpins the economic vibrancy o Environment resilience, including addressing climate change and o conservation Regional cooperation, including in support for public safety and homelessness o Strategic Choices Values for Success Mayor & City Council Ballot Results ğƌǒĻƭ ƷŷğƷ ƭǒƦƦƚƩƷ ƷŷĻ źƭźƚƓʹ Organization Respectfor the citizens we serve and the work we do o Excellencein governance and city services o Sustainabilitythrough creativity, affordability and right sized service delivery o Public safety, including emergency preparedness for climate change risk o Qualityinfrastructure and facilities through timely maintenance and community o investment Proposed Commissions & Advisors Governance/Discretion City Council/Staff 1.Park & Recreation Commission1.Airport Board 2.Planning Commission2.Municipal Audit Committee 3.Historic Commission3.System Development Charge (SDC) Committee 4.Transportation Board City Council Sitting Advisory Boards 5.Forest Land & Wildfire Safety Board 1.Housing & Human Services Board 6.Urban Forest Advisory Board 2.Environmental Board 7.Band Board combine Climate Policy Commission Conservation &Climate Outreach Commission 3.Public Arts Board 4.Social Equity and Racial Justice Committee Proposed Commissions & Advisors Mayor & City Council Ballot Results Governance/DiscretionAd Hoc Management Advisory 1.Park & Recreation Commission (PARC)1.Airport 2.Planning Commission2.System Development Charge (SDC) 3.Transportation Sitting Advisory Committees 4.Forest Advisory 1.Historic Preservation Advisory Committee Wildfire Safety 2.Housing & Human Services Advisory Forest Land Committee (HHSAC) Urban Tree/Forest 3.Environment Advisory Committee (EAC) Climate Policy Commission Discontinue Conservation & Climate Outreach Commission 1.Band Board 4.Public Arts Advisory Committee (PAAC) 2.Municipal Audit 5.Social Equity and Racial Justice Advisory Committee (SERJAC) Connotes a combination Commissions & Advisory Boards/Committees Commissions & Advisory Boards/Committees Mayor & City Council Ballot Results City Owned Properties -Surplus City Properties Mayor & City Council Ballot Results 1 North Mountain Property 4 1 2 380 Clay Street Property 3 2 3 B Street Yard Property 4 Imperatrice Property Risks Economic o Public Safety o Changing tourism trends Fire (urban, wildfire & smoke) Service Industry/Fixed Income Economy Pandemic Environmental o High housing cost Climate Change Extreme weather Changing biodiversity Water resources Economic downturn Flood Earthquake Organizational o Turnover Strategic Choices -Risk Assessment Risk Assessment high moderate Economic Risks Probability lowmoderate Loss Strategic Choices -Risk Assessment Risk Assessment high moderate Economic Risks Probability lowmoderate Loss Strategic Choices PrioritiesJoint Planning Partners Emergency Operations Center (EOC)Southern Oregon Univ. (SOU) oo EOC OfficerAshland School District (ASD) o Diversity, Equity & Inclusion initiativesCity of Ashland (CoA) oo Organizational assessment and Community Community organizations TBD o Houseless Shelter o Affordable Child Care & Early Childhood Education o Customer Service Orientation Ashland o School Planning & Development Facilitation District Fire & Rescue Staffing o Risk Response Emergency Reserve o EOC Officer & Emergency Response Funding o Innovation & Technology Director o o City Recorder agenda support o City Marketing/Communications Officer o Strategic Choices Looking Ahead (FY 2022-23 & >5 yrs.) Public Safety Communication & Technology Regional ResponseCity Branding/Marketing oo PoliceCommunity Connectivity o Fire & Rescue (urban & wildfire) EOC (event & recovery)Investment Priorities EMS Service (self supporting)Affordability o Housing/Unhoused Regional PreventionChild Care o Environmental ServicesTransit Open Space ManagementActivity Centers o Wildfire Risk ReductionDowntown Center University Dist. Customer Service CultureCroman Mill Dist. Planning & Development FacilitationCity Facilities oo Organization Next Steps o General Fund Budget Strategic Choices FY2022-23 Operating Expenditure ReductionsOne-time (>budget GF balance) Est. Budget Deficit-1,000,000 o Food & Beverage Tax Reallocation-2,000,000 Emergency Reserve o Subtotal +3,000,000(one time exp.) Expenditure Reductions o Vacancy Savings+780,000 Reductions+727,000* Subtotal +1,507,000 Recurring Revenue o > Budget Revenue+1,350,000 (unrestricted TLT & Property Tax) Expense Adjustments o EOC Officer-140,000 DEI Assessment & Training-40,000 Innovation & Tech. Officer-40,000 Immediate Emergency Response -237,000 Subtotal-457,000 General Fund Budget Strategic Choices FY2022-23 Operating Expenditure ReductionsOne-time (>budget GF balance) Est. Budget Deficit-1,000,000 o Food & Beverage Tax Reallocation-2,390,000 Emergency Reserve o Total Deficit -3,390,000(one time exp.) Expenditure Reductions o Vacancy Savings+780,000 Reductions+715,000* Subtotal +1,495,000 Recurring Revenue o > Budget Revenue+1,350,000 (unrestricted TLT & Property Tax) Expense Adjustments o EOC Officer-140,000 DEI Assessment & Training-40,000 Innovation & Tech. Officer-40,000 Planning & Development Facilitation -120,000 Immediate Emergency Response 0 Subtotal-340,000 General Fund Budget Status Expenditure Reductions DepartmentsReductionsVacancyTotal City Council24,00024,000 2% o Municipal Court59,00059,000 4% o Administration28,60028,600 2% o City Attorney o City Recorder o Innovation & Technology30,000 30,000 2% o Human Resources27,00027,000 2% o Finance156,20060,000 216,200 14% o Police200,000 200,000 13% o Fire220,000 220,000 15% o Community Development8,00050,000 58,000 4% o Public Works62,20080,000 142,200 10% o Parks & Recreation350,000 140,000 490,000 33% o Subtotal 715,000780,000 1,475,000 General Fund Budget Strategic Choices FY 2022-23 Food and Beverage Tax uses per AMC 4.34 Food and Beverage Tax (2016): Beginning in fiscal year 2023, the Council may, through the statutory budget o process, appropriate taxes under this chapter as follows: a.Not less than twenty-five percent (25%) for the acquisition, planning, development, repair and rehabilitation of City parks. b.Not less than an amount necessary to pay for debt service on any borrowing for street repair and rehabilitation per the City of Ashland Pavement Management Program. c.Up to two percent (2%) for the collection and administration of the tax. d.Except as provided in subsectionDof this section, any remaining amounts shall be appropriated for purposes consistent with this chapter unless other purposes are approved by a Council-adopted ordinance enacted by a vote of the Ashland electorate. 2022-23 Park & Recreation Budget Strategic Choices Budget Adjustments O&M Budget Adopted Budget+7,713,455 o Budget Reductions-420,000 o Add Marketing Position Funding +70,000 o (charge to Tourism Fund) Vacancy Savings -140,000 o Adjusted O&M Budget+7,223,455 (6.4% change) Food & Bev. Tax Adjustments Un-transferred Funds385,000 o (can be reappropriated for FY 2022 Unbudgeted Revenue+2,005,000 o (can be appropriated as for FY 2022 Total CIP Funds+2,390,000 Strategic Choices 2022-23 Recommendations / Next Steps Voter Ballot Recommendation potential alternative ballot measure Caption ordinance. Question authorize its use for police, fire and rescue, wildfire prevention, city parks, open space and trails, recreation and senior services, and emergency event housing purposes? Strategic Choices 2022-23 Recommendations / Next Steps Voter Ballot Recommendation City Charter, Article VIII-A City Manager, Section 4, Subsection 4 o Section 4. The City Manager Must: 4. Appoint, supervise and remove all non-elected department heads and other city employees, except as follows: a.The Ashland Parks and Recreation Commission shall have responsibility for appointing, supervising, and removing its employees, subject to state law, Ashland Municipal Code, written mutual agreements between the City Council and Ashland Parks and Recreation Commission, and formal, written City administrative policies. b.b. Employees who report directly to the Mayor and City Council shall be appointed, supervised, and removed by the Mayor and City Council and shall be termed appointive officers. Strategic Choices 2022-23 Recommendations / Next Steps Voter Ballot Recommendation Caption: Proposed amendment to the City Charter of the City of Ashland to require the City Manager oversee and supervise all city employees except those designated in the City Charter as appointed by the City Council or elected by public vote. Question: Shall Article VIII- be amended to delegate authority to appoint, supervise, and remove all employees of the City of Ashland to the City Manager, except for City Council appointed positions like the City Attorney or elected officials like the Park Commission, City Judge and City Recorder? Strategic Choices 2022-23 Recommendations / Next Steps City Commission Changes Update City ordinances to recognize Council consensus changes to structure of advisory bodies o o Review/Revisit August 19, 2014, MOU between Ashland City Council and Ashland Park and Recreation o Commission May 1, 2007, Resolution 2007-14 Appointing Park Commission to Facilitate Senior Program o AMC 2.16 to change Recreation Commission duties and appointment of Recreation Director o powers Strategic Choices -Agenda FY 2022-23 General Fund Status&Recommendations General Fund DeficitStatusCity Commissions Organizational Staffing/StructureCIP Budget Vision & Values Final Questions Strengths, Demographics & Risks Economics & Opportunities Organizational Status Cause-EffectSurplus City Property Services Silos PERS Liability Accounting General Fund Budget Status Priorities & Adjustments 2022